Category Archives: leadership

Would You Recognize a Collaborative Leader?

What happens when nobody stands out from the crowd?

What happens when nobody stands out from the crowd?

Great leaders can be found in many places and many companies. Some of have spent careers fine tuning their portfolio of interpersonal skills so that they’ll be effective when the going gets tough. But let’s face it. Knowing where to turn for unique leadership skills can be a challenge.

It’s often difficult to find “the real thing” among a crowded field of would-be originals.

To shed some new light on what it means to be a collaborative leader, let’s ask a few questions to help bring the seach into better focus.  For starters, let’s take a look at the foundational semantics, and some of the critical dynamics that we think are important in this space.
  • Q1. Skills. What are the key skills that a collaborative leader must possess?
  • Q2. Styles. In “Primal Leadership” (2002), Goleman calls for adopting  1 of 6 styles: visionary, coaching, affiliative, democratic, pace setting, commanding. Which apply here?
  • Q3. Behaviors. How can we recognize a collaborative leader from among others who are less collaborative?
  • Q4. Mindset. How can leaders adopt a collaborative mindset?

As we review the complex and evolving Team Dynamics (Ch.15) in The DNA of Collaboration, again and again we find leaders must play key roles to guide organizations through collaborative processes.  This discussion is a starting point for more to follow.

We look forward to your insight on this important thread.

Chris Jones @sourcepov


Pathways: In Search of Collaborative Learning (4 Key Threads)

In search of Collaborative Learning

In search of Collaborative Learning

As our CDNA conversation on “Learning to Learn” continues, we’ve begun to turn up a variety of leads in our search for the path forward, including barriers and enablers.  To many, the holy grail of organizational learning seems to be hidden from view .. though many in our crew have ventured far to find it ..

We will continue our search, but we’ll pause now and again to deep dive on what we’ve uncovered to date.

All of the topics here were surfaced in our “open mic” on FEB 4 [transcript].

  • Q1. Time.  The enemy is necessity & our daily demands; one learning goal is time to explore. Can collaborators manufacture more time? [Kim]
  • Q2. Leadership. The ability to inspire greatness, trust and action can be rare. What is it about collaborative settings that spawns the opportunity? [Scott]
  • Q3. Deep Connection. “Intermingling” seems to be a great source of emergent insight. What conditions encourage it? [Astrid]
  • Q4. Possibility. Beyond strategy and planning? The realm of hope, faith, serendipity, opportunity .. how might we get in touch with them? [Paul]

We will press ahead soon, but with these insights surfaced, it seems prudent to stop and reflect .. if not fully understand .. the factors we’ve surfaced already.  After all, “synthesis” has been a key critical thinking step since Descartes .. and in @CollabDNA, it’s Ch.16, Step 6 ..

Navigating the Spiral

Navigating the Spiral

One of the key takeaways from our 2/18 chat was the discussion of a “spiral” methodology for traversing challenges vs. a more linear progression down or across our framework.  To advance that thinking and apply it a bit, let’s reflect on the double helix model of DNA as inspiration, as we explore “Navigating the Spiral:  How do we Keep Our Bearings?”.  8pET on 2/25 at #CDNA.

We’d love your thoughts here, as comments .. or in our Twitter Chat, Monday 8pET.  Most will use tweetchat to make the connection.

See you online.

Chris aka @sourcepov


Are We Ready? How Teams can Measure Readiness for Change (Ch.18)

measuringtapeNo shortage of change these days, but the question for most quickly becomes: Are We Ready?  There is some great literature in the space, grounded by the foundational work of John Kotter and others, but most find when it is time for the hard work, most remain flat footed, unsure if they’re ready.

Can we measure our readiness?

In The DNA of Collaboration, Chapter 18, I introduce a simple measurement framework that helps us set relative goals at 100% for all the vectors we want to manage, and we plot a point on each vector.  What results is a spider diagram.  I’m working on a sample for upcoming discussions.

In today’s chat, let’s discuss the approach from a practical perspective, with the ultimate question: “Can we measure our preparation for change?”

  • Q1. Can we measure subjective gaps (knowledge, buy-in, commitment) in quantitative ways?
  • Q2. What are some key Change vectors we should try to measure?
  • Q3. How do people respond to being measured?
  • Q4. Are there ways to mitigate ‘people measurement’ resistance?
  • Q5. From a strategy perspective, what light does that shed on “high stakes testing?”?

Hope you’ll join us, 11aET.  You click use tweetchat w/ hashtag #cdna to participate.  We’ll see you online!

Chris aka @sourcepov, author, The DNA of Collaboration

P.S.  You may want to check out these Measurement models, described in the book:

FIG11. Collaboration Readiness Framework

FIG 11 – Collaboration Framework from The DNA of Collaboration

FIG 27 - Collaboration Framework from The DNA of Collaboration

FIG 27 – Collaboration Framework (applied) from The DNA of Collaboration

 


Can Leaders Adapt? Improving Team Dynamics (Ch.15)

In a world where many if not most leaders cut their teeth as managers, it’s small wonder the bias at the top of organizations and teams is for controlling outcomes.  As we’ve discussed, there is a strong bias for structure baked into our industrial paradigm.  Most teams are run with the precision of factories.

Can leaders adapt to different models? Better still, can they learn adaptive behaviors, in general?

I explore precisely that challenge in Chapter 15 of The DNA of Collaboration. In our virtual book tour, we’ll explore some of the key concepts:

  • Q1. Viewing leadership as an art, how can we change our bias from structure to flow?
  • Q2. Music and fine arts offer leaders alternative views to how things work; can we borrow a stage, brush or canvas?
  • Q3. One goal of any team is affinity, aka common ground: how fast can we get there?
  • Q4. Diversity is key as well. Does our affinity goal represent a paradox?
  • Q5. In a high stakes world, how can leaders, like artists, learn to let go, experiment, take risks?

Hope you’ll join us SAT 11/3 11am ET. We use hash tag #cdna. You can click here at the appointed hour to join the conversation using TweetChat.

Hope to see you there.

– Chris Jones, aka @sourcepov, author